Our Human Resources management focuses on the activation of our concepts and tools that support and enhance our performance and leadership culture. We implemented a leadership calendar to lay out content, timing and functionality of all our leadership tools, be it succession management, talent management or compensation reviews, to mention just a few.
The adidas Group succession management approach aims to ensure business continuity. We achieve this through a globally consistent succession plan which covers successors for director level positions and above. These positions and the respective successors are regularly discussed by senior management. The succession management information shows a clear picture of the successor readiness and development needs. Based upon this information, we draft individual development plans to prepare the successor for their potential next tasks. In addition, we use the successor information to create dynamic talent pools which provide us with additional flexibility in our succession management process. All information is consolidated in a succession management risk analysis.
The succession management process is supported by a system solution which hosts position and employee data related to performance, potential, career aspirations, mobility and other factors. Our system solution is applied in 91% of the adidas Group business units.
Our global Performance Evaluation and Planning tool (PEP) is the cornerstone of performance management at the adidas Group. Based on business targets plus job tasks and competencies, each employee is evaluated and receives feedback at least once a year. Building on defined development goals, we offer and support our employees with targeted development activities both on- and off-the-job. Today, PEP is largely used in all business units of the adidas Group. The online version has coverage of 76% globally.
Diverse workforce to achieve global goals
As a global company, we understand that it takes people with different ideas, strengths, interests and cultural backgrounds to ensure we achieve our goals. A high degree of diversity is already represented within our workforce. At our corporate headquarters, for example, we have employees from more than 60 countries. We strive to assure an environment that embraces diversity through various initiatives, such as networking events, intercultural training and our work-life integration department.
In addition, starting in 2011, the adidas Group has set itself the goal of increasing the number of women in leadership positions. We are focusing mainly on our management development programmes where we want to increase the number of female participants to at least 35% starting in 2012. We recognise we have a role to play in supporting employees – especially women – who are striving to balance family life with a successful career. We are aware that this goal is not purely of a cultural nature, but has a tangible aspect to it as well. Therefore, among a number of tailored initiatives, we put a strong focus on work-life integration during the remodelling of our headquarters and have planned in parent-child offices and the investment into a childcare centre at our headquarters.